The last decade has witnessed the convergence of governments around increasing the efficiency and cost-effectiveness of public services. This paper, compiled for Public Administration and Development, outlines the recent history of public service reform in Tanzania and notes the innovative policies adopted by the government to tackle the reform process. Innovations aside, it asks whether public service reforms are likely to contribute to improvements in policy reduction. It finds that a direct link between public sector reform programmes and poverty reduction remains elusive.
Despite some variation from country to country, a number of generic problems have been the driving forces behind public service reform programmes. These include: inability to balance budgets, incapacity to respond to public demands, the over expansion of government into areas where it has little capacity. Common responses have been to: re-examine the role and cost of government, decentralisation, privatisation and public private partnerships.
In Tanzania, the need to reduce the bloated public sector and devise reliable management systems has underpinned its economic, social and political transformation over the last 10 years. To bring about improvements in public administration systems, innovation and courage is required on the part of leaders. To this end, Tanzania has exercised creativity in addressing the problems of reform. Some of the defining features of the reforms so far are:
- The initial Civil Service Reform Programme (CSRP) launched in 1991 was predominantly designed and implemented by external experts. Following adequate training, the new reform strategy is a locally driven effort.
- Building real capacity within the Civil Service Department meant that implementation and result outputs were slower. However, outcomes are more sustainable when achieved with the assistance of local, committed staff.
- Tanzania adopted a gradual, incentive-driven reform of the public sector wage bill, thereby reinforcing the government’s long-term commitment to its employees and tackling inconsistencies – for example where additional allowances were paid to staff through donors.
- A Performance Improvement Model (PIM) is now well advanced in all ministries and departments to offer a coordinated and integrated approach to reform initiatives – parallel and disparate projects were previously the norm.
- The transformation of the public service has been mirrored by a reorganisation and rationalisation of government institutions, roles and functions, alongside decentralisation.
Whilst many of Tanzania’s reform measures do not directly impact on poverty reduction, it is generally considered that an efficient and effective public service is an important step towards achieving a real and sustainable reduction in poverty. The financing of reform in Tanzania is essential to face institutional challenges in the following key areas:
- The general public is becoming increasingly aware of its rights and more able to demand them. Leaders, therefore, need to be in a capable position to manage raised expectations.
- Public sector leadership skills need to mirror those of their private sector counterparts as governments seek to balance engaging the private sector in consolidating economic growth whilst simultaneously regulating activities.
- Competent leadership is required to deal with non-governmental organisations, given the typical scepticism of these groups towards the issue of government reform.
- In dealing with development partners or donors, leaders must build on existing measures to encourage a more flexible approach to support which builds trust, pools resources and allows Tanzania a more prominent role in setting the agenda.
